Financial support for situations that require more than routine CFO work.
Companies don't always need a full-time CFO. But there are moments when the financial complexity of the business exceeds the capabilities or bandwidth of the existing team.
A refinancing may be difficult. Cash may be getting tight. A lender may be asking harder questions. An acquisition or sale may be under consideration. Management may need to understand restructuring alternatives. Or a growing business may simply need better financial visibility and more disciplined capital allocation.
The objective is to quickly understand the economics of the situation, identify the available options, and help management execute a practical path forward.
Fractional CFO &
Strategic Finance
Senior financial leadership without a full-time CFO
For many owner-led and lower-middle-market businesses, the need for sophisticated financial leadership develops before there is a need — or budget — for a full-time CFO.
Fractional CFO support is designed to sit above the accounting function and give management a clearer understanding of cash, profitability, working capital and the financial consequences of operating decisions.
Support can include cash-flow forecasting, budgeting and financial modeling, working-capital and profitability analysis, management, board and investor reporting, KPI and operating analysis, capital allocation, financing, and finance and accounting oversight.
The objective is not simply better reporting. It is to turn financial and operating data into better decisions about where to invest, where to conserve capital, and what is actually driving the economics of the business.
A growing company that has outgrown bookkeeping or controller-level finance; an owner who needs better visibility into cash and profitability; preparation for financing or outside investment; significant working-capital requirements; or a business facing important decisions about growth, inventory, hiring or capital spending.
Financing &
Transactions
Capital decisions viewed from both sides of the table
Financing is not simply about obtaining capital. The structure, cost, flexibility and risks of that capital can materially affect the value and future options of a business.
Experience as both a private-equity investor and hands-on financial advisor provides perspective on how lenders and investors evaluate companies — and what management needs to demonstrate to obtain financing on attractive terms.
Advisory support can include bank financing and refinancing, lender presentations and credit analysis, capital-structure analysis, acquisition evaluation and due diligence, transaction modeling, financing negotiations, and M&A and investor support.
Financial and commercial assessment of acquisition targets, businesses and assets, including financial modeling, valuation, operating economics and identification of key investment risks.
Refinancing existing debt; financing an acquisition; evaluating competing financing alternatives; preparing for lender discussions; analyzing an acquisition or sale; negotiating financing terms; or determining how much leverage a business can prudently support.
Special Situations &
Restructuring
When the financial situation becomes more complicated
Financial pressure can develop gradually or arrive suddenly. Either way, management needs a clear view of liquidity, obligations, operating performance and the alternatives available before making consequential decisions.
Advisory support can include restructuring and scenario analysis, lender and creditor negotiations, distressed transactions, working-capital and cost actions, liquidity and 13-week cash-flow forecasting, and financial support alongside restructuring and bankruptcy counsel.
The emphasis is on understanding the underlying economics of the business, preserving optionality where possible, and helping management make informed decisions before circumstances dictate them.
A company facing a liquidity shortfall; upcoming debt maturity; covenant or lender pressure; significant operating underperformance; creditor issues; a distressed acquisition or sale; or consideration of an out-of-court restructuring or bankruptcy process.
Not every situation fits neatly into a category.
Many engagements begin with a specific financial problem rather than a defined scope of work. An initial conversation can help determine the issue, the available alternatives and whether outside financial support would be useful.
Discuss a situation →